Alternative Resources: Revenue Diversification in the Not-for-Profit USA Symphony Orchestra

Besana, Angela

doi:10.1080/10632921.2012.688011

Cited by 7 publications

(2 citation statements)

References 12 publications

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“…Therefore, it may be difficult to determine if spending additional money on fundraising is the best use of scarce SO resources. However, Besana (2012) used cluster analysis to determine that fundraising was more profitable than marketing for a sample of 145 US SOs in 2008. She notes that price discrimination can be an effective tool for increasing donations.…”

Section: New Directionsmentioning

confidence: 99%

Fiddling in a Vortex: Have American Orchestras Squandered Their Supremacy on the American Cultural Scene?

Pompe

Tamburri

2016

The Journal of Arts Management, Law, and Society

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In the past half-century, American symphony orchestras (SO) have experienced widely fluctuating fortunes. We examine this period to explain the external and internal issues that have created the fluctuations and the resultant financial difficulties for many SOs. In recent years, SO deficits have continued to increase while attendance has continued to decrease. We discuss the need for SOs to address revenue issues, introduce dynamic programming, and engage in more community engagement to improve the institution's stability.

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Section: New Directionsmentioning

confidence: 99%

Fiddling in a Vortex: Have American Orchestras Squandered Their Supremacy on the American Cultural Scene?

Pompe

Tamburri

2016

The Journal of Arts Management, Law, and Society

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“…Cabría mencionar un largo número de sectores a los que se está aplicando en los últimos años, con cierta intensidad; a tal efecto destacamos seguidamente algunos de sectores, así como algunos de los trabajos más representativos realizados desde el 2000: aparcamientos (Guadix, Onieva, Muñuzuri & Cortés, 2011); empresas de construcción (Cheraghi et al, 2010;Gallien & Wein, 2005;Kumar & Frederick, 2007); industria de alimentación (Buckhiester, 2011;Bujisic, Hutchinson & Bilgihan, 2014); e-commerce (Boyd & Bilegan, 2003;Wang & Bowie, 2009) cruceros (Ng & Yip, 2011); servicios de internet (Karmarkar & Dutta, 2012); transporte ferroviario (Ciancimino, Inzerillo, Lucidi & Palagi, 1999); transporte mercancías por carretera (Benigno, Guerriero & Miglionico, 2012) (Schönberger & Kopfer, 2012); orquesta sinfónica (Besana, 2012); reserva natural (Leask, Fyall & Garrod, 2013); empresas financieras (Milani, 2012); hospitales (Swan, Hunter & Tumelty, 1997); transporte marítimo (Ting & Tzeng, 2004;Zurheide & Fischer, 2012), entre otras.…”

Section: Gestión De Costesunclassified

Impacto del revenue management en los sistemas de control de gestión

Taliani

2015

Rev. fac. cien. econ.

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ResumenEl Revenue Management (RM) tiene por objeto prever la demanda de productos o servicios de la manera más precisa posible, a fin de poder establecer y adaptar las decisiones de precio y disponibilidad de productos, en los diferentes canales de venta, y maximizar la rentabilidad. El RM trata de maximizar el ingreso que puede alcanzar una empresa con una capacidad fija de fabricación de un producto o de prestación de un servicio; así, el objetivo es tratar de destinar la capacidad a aquellos clientes que aportan más valor a la empresa, asignándoles la capacidad adecuada. En este marco de actuación se suele aludir, constantemente, a la necesidad de generar un resultado, o alcanzar una rentabilidad, sin embargo a estos efectos sólo se toman en consideración los costes variables, y en menor medida los costes fijos, lo que nos lleva a plantear la cuestión ¿qué impacto tiene el método de cálculo de costes en los procesos de gestión de ingresos? Esta es la cuestión que conforma el objetivo del presente artículo, al identificar cuáles son las interrelaciones que existen entre la contabilidad de gestión y el RM, dado que ambas perspectivas son complementarias en el logro de un objetivo común, como es buscar la mayor eficiencia y efectividad económica de las operaciones desarrolladas por cualquier empresa. Palabras clave: Contabilidad de gestión; Revenue management; Costes. REVENUE MANAGEMENT IMPACT IN THE MANAGEMENT CONTROL SYSTEMS AbstractThe Revenue Management (RM) purpose is to foresee the demand for products or services as accurately as possible, in order to establish and adapt the price decision and product availability in different sales channels, and maximize profitability. The RM tries to maximize the income that a company can reach with a product manufacturing fixed capacity or providing a service; Thus, the objective is to try to allocate capacity to customers that bring more value to the company, giving them adequate capacity. In this framework it is often referred constantly to the need to produce a result, or achieve profitability, however only variable costs are considered, and to a lesser extent fixed costs, leading us to raise the question what impact does the cost calculation method have in the processes of revenue management? This is the question that forms the purpose of this article, to identify the interrelationships between accounting management and RM, since both perspectives * Artículo de reflexión.

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From Clubs to Communities. From Tourists to International Friends. Crisis Legacy in Music Organizations with Revenue Management and Relationship Marketing

Besana

Esposito

2021

Advances in Longitudinal Data Methods in Applied Economic Research

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Alternative Resources: Revenue Diversification in the Not-for-Profit USA Symphony Orchestra

Cited by 7 publications

References 12 publications

Fiddling in a Vortex: Have American Orchestras Squandered Their Supremacy on the American Cultural Scene?

Fiddling in a Vortex: Have American Orchestras Squandered Their Supremacy on the American Cultural Scene?

Impacto del revenue management en los sistemas de control de gestión

From Clubs to Communities. From Tourists to International Friends. Crisis Legacy in Music Organizations with Revenue Management and Relationship Marketing

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